Healthcare Survey HIgh Level Results
description
Transcript of Healthcare Survey HIgh Level Results
www.kalypso.com
2011 Healthcare Reform and Innovation Survey
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Agenda
• Introduction to Kalypso – The Kalypso Difference
– The Innovation Engine
– Software Expertise
• About the Study
• Detailed Results – Market Issues
– Capabilities
– Gaps & Barriers
• Getting Started
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• Introduction to Kalypso – The Kalypso Difference
– The Innovation Engine
• About the Study
• Detailed Results – Market Issues
– Capabilities
– Gaps & Barriers
• Getting Started
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The Kalypso Difference
Kalypso is a consulting firm focused exclusively on innovation. Our people are leading business professionals who combine experience in select industries with product and process innovation expertise.
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The Innovation Engine Our services are designed to help companies become more innovative and provide a systemic view of new product & service development.
Business & Innova-on Strategy
PLM Technology
Leadership & Learning
Intellectual Property Management
Front End Of Innova.on
Por0olio & Pipeline Management
New Product Development Execu.on
Pricing & Value Management
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• Introduction to Kalypso – The Kalypso Difference
– The Innovation Engine
• About the Study
• Detailed Results – Market Issues
– Capabilities
– Gaps & Barriers
• Getting Started
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About the Study
Innovation in Healthcare In February – May 2011 we conducted a survey of market issues driving the need to innovate and how healthcare companies are planning to address these market changes and opportunities.
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Current Capabilities
Gaps & Barriers
Future Capabilities
Market Issue Drivers
Company Operations
Need to Innovate
Capability Maturity Framework
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About the Study
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Company Type Organization Role
Members Revenue Geography
16%
52%
32%
Provider / Other Payor
Did not respond
n= 31
32%
20% 16%
32%
Single-state
Regional
National
Did not respond
n= 31
16%
39% 6%
39%
<1MM
1-20MM
>20MM
Did not respond
n= 31
19%
36% 13%
32%
<$ 1 BN
$1-10 BN
> $10 BN
Did not respond
n= 31
19%
19%
13%
49%
Director
Prod Mgmt
Executive
Did not respond
n= 31
39%
16%
45%
Prod Dev
Prod Dev Support
Did not respond
n= 31
U.S. Companies We surveyed 31 individuals in 23 different healthcare organizations.
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• Introduction to Kalypso – The Kalypso Difference
– The Innovation Engine
• About the Study
• Detailed Results – Market Issues
– Capabilities
– Gaps & Barriers
• Getting Started
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Benchmarking Market Issues
Top Concerns for Product Development:
1/16/12 Source: Kalypso Healthcare Survey Data 05.11.11
Market Issues
0% 10% 20% 30% 40% 50% 60%
Medical Health Records
Role / impact of essential community care providers in commercial
Sharply Tiered Network Designs
High Deductible Health Plans v 2.0
Benefit Carve Outs / Exclusions
Increased Demand for Customization
Aging Population
Health and Wellness
Change in Reimbursement Methodology
Mandated Medicare Reduction in Spend
Changing Channel Strategies
ASO / ASC - increased demand for and/or complexity of relationships
Alternative Care Delivery Models
Transparency to Cost and Quality
Accountable Care Organizations
Retail Exchanges
There was general agreement that two issues (Retail Exchanges and ACOs) were of major concern, after which agreement fell off significantly. See Health Care Reform Magazine for a more in depth discussion on the top issues.
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Current State vs. Future State
Benchmarking Capability Maturity Companies believe they do not yet have formal product development capabilities in place; however, they plan to have “advanced” product development capabilities in the near future. This is typical of other industries, where the experience is that making this change is often a 5 to 10 year effort and expectations often outpace ability to change.
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Six Elements of Product Development
0.91
1.36
1.29
1.15
1.35
1.41
0 1 2 3 4 5 (Developing) (Basic) (Formal) (Advanced) (World Class)
Avg. Current State Avg. Future State
Source: Kalypso Healthcare Survey Data 05.11.11
Technology
Resource Management
Process Management
Products
Innovation
Strategy Current State
Future State
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Benchmarking Gaps & Barriers
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Leadership = Directors, VPs, Senior Executives Product Managers & Staff = Product management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
100%
Resource Availability
Technology - Core Systems
Leadership Strategic Alignment
Innovation Culture
Organization Alignment
Resource Capability
Technology - General
All Responses
Product Managers & Staff
Leadership
Source: Kalypso Healthcare Survey Data 05.11.11
Gaps & Barriers by Level
There are significant differences of opinion between leadership and staff on what the major issues will be in achieving targeted capability improvements Agreeing to where to focus, and overcoming these barriers will be a major factor in achieving planned improvements to meet the emerging competitive threats in the industry
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• Introduction to Kalypso – The Kalypso Difference
– The Innovation Engine
• About the Study
• Detailed Results – Market Issues
– Capabilities
– Gaps & Barriers
• Getting Started
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Innovation Transformation Framework
Kalypso uses an integrated approach to improve our clients’ ability to innovate
Finance/ ERP
Human Resources
Supply Chain/ ERP
Sales/ CRM
Innovation Strategy
Product Lifecycle Management
People, Leadership & Culture
Front End Of Innovation Development Commercialization
Portfolio & Pipeline Management
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Innovation Mgmt. Implementation Approach
Phase III Roll-out Institutionalize
Phase II Detail Design & Piloting
Detailed Process Design
Training Materials
• Prioritize for “to be” framework • Validate high level design elements • Initiate “Quick Hit” implementation
• Design integrated cycle time process • Pilot on projects • Construct Training Plan & Materials
• Begin roll-out • Continuous Improvement Plan
(Measure, Monitor, Improve)
Organization Roll-out
Steering Committee Review
Project Team Formed Champions for Change
Design Workshops
IT Systems Design and Rollout
“Quick Hit” Implementation
End-to-End Process Piloting & Refinement
Pipeline Rationalization
Solution Architecture Design
Innovation Engine Diagnostic
Stakeholder Alignment
Design Workshop
Our Innovation Management implementation approach is designed to be scalable and adapt to our clients’ unique situations
Phase I Assess
Steering Committee Review
Impl
emen
tati
on A
ppro
ach
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Innovation Engine Diagnostic
Step 2: Complete Innovation
Benchmarking
Step 1: Evaluate Current Product
Planning Processes & Innovation Strategies
Step 3: Identify Innovation Gaps / Opportunities
Step 4: Design Future State
Process
Step 5: Develop
Transformation Roadmap
Detailed understanding of the current innovation and product planning process
Gather specific data to understand current practices against industry benchmarks
ID gaps in current processes relative to best practices. Develop value prop. for change
Determine practices and organizational changes needed
Blueprint for transformation. Detail “Quick Hit” Opportunities
• Refine project objectives • Mobilize project team
• Hold Kick-off meeting
• Schedule interviews, workshops, & updates
• Gather and review relevant process documentation
• Collect and analyze existing metrics
• Examine s/w tools in use • Review as-is for 1-2 recent projects
• Conduct interviews • Compile interview responses & compare to Maturity Model
• Assess existing metrics against industry database
• Identify barriers to collaboration (internal and with key partners)
• Identify organizational constraints
• Analyze benchmarking and interview data
• Compare to best practices and ID gaps and opportunities for improvement
• Prioritize gaps and improvement opportunities
• Identify key business and performance drivers
• Compile findings from previous work to compile holistic view of planning / NPI process
• Leverage relevant best practices
• Design future state process architecture
• Determine proposed org. design required to support process architecture
• Map path from current state to desired future state
• Align with implement-ation timeline
• Develop change program
• Goals
• Communications
• Project Plan • As-is Process Map • Initial Quick Hit list
• Interview summaries • Summarized Planning/NPI Objectives
• NPI Maturity Scorecard
• Process gap analysis • Detailed Findings & Recommendations
• Executive Summary with Prioritized Recommendations
• High-level process architecture
• Organizational design
• Transformation Roadmap
• Quick-Hit Plans • Final Report
Objectives
Deliverables
Key Activities
Our Innovation Diagnostic Sets The Stage For Redesigning And Transforming Your Capabilities
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Develop Advanced Scenario Planning and Optimize Strategy
Create Pipeline Visibility Through Iterative Portfolio Design and Test • Leading practice design is tailored to client specific requirements • Design is tested immediately with real data for validation • Value of analysis is confirmed through executive presentation
Portfolio Data
Analysis
Facilitated Portfolio Review
Portfolio Design
Executive Objectives
Organizational Requirements
Validate Governance, Teams and Sustaining Processes
Product Portfolio Management
Kalypso uses a rapid prototyping approach to design, implement, sustain and optimize Portfolio & Pipeline Management.
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• Scenario planning is enabled and drives proactive resource allocation • Innovation strategy, roadmaps and internal capabilities are tightly integrated with portfolio decision making to optimize investments
• Pilot implementation of processes, teams and tools guide improvements and roadmap phasing
• Decision making becomes part of the way work gets done
Portfolio Working & Decision Teams
Portfolio Calendar Portfolio Process &
Off-Cycle Process
Portfolio Phase-Gate Integration
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Resource Pools
What do we need to deliver innovation portfolio objectives?
Project Definition
Do we all mean the same thing when we say “project?”
The innovation portfolio management base design includes all components needed to gain pipeline visibility to enable decision making.
Portfolio Design Elements
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Project Reporting Data How do we slice, dice and aggregate portfolio information?
Project Basic Information How do we identify projects?
Evaluation Criteria How should we value one project against another?
Portfolio Scope When and how does a project enter and
exit the innovation portfolio? Strategic Buckets
How do we classify innovation projects to monitor investment?
Inclusion Criteria
Is this project big enough to spend time doing portfolio analysis on?
Project-Level Data
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Kalypso Contact
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415-‐378.3274
Andrew Nygard Senior Manager [email protected]
hPp://kalypso.com/company/people/andrew-‐nygard/